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COUNTRY CONTROLLER (STRENGTHS & OPPORTUNITIES (OTHER STRENGHTS…

- - - - Driven by curiousity I am able to constantly improve and take in additional information to then use and coach others
    - - Able to focus on one thing at a time, and find the biggest potentiol and conclusions of that particular thing to be able to take the right decisions
    - - Able to generate close relationships that go beyond work, and creates a genuine interest in others personal and professional current situation, and uses that to support and motivate them
    - - Able to see the big picture, anticipate all the potential moves, ask the right questions, simulate how things might change when taking a decision. Always ready to quickly take decisions withough being surprised with an outcome
    - - Able to manage multiple aspects of the business and organize the pieces of the puzzle to secure effective and efficient outcomes
  - - - Connect with audience through relevant content
      - Inspiring & Motivational
      - Keep it simple
    - - Know their strengths / opps / development plan
      - What motivates and triggers them?
      - Spend more time with them
      - Give and receive feedback
      - Build balanced teams to leverage eachothers strenghts
      - Perf mgmt
    - - Continue to be involved in more areas
      - Spend time with FHs
      - More contact with global
      - Use acquired knowledge to balance long & short term actions
- - - - Goals
        
        By 2020, use 100% sustainable cotton
        
        By 2030, use 100% recycled or other sustainably sourced materials in its products.
        
        By 2040, have a climate positive value chain
      - Energy Consumption through smart invesmtents and BP implementation
      - Role model to increase awareness from our colleagues
    - - Short Term
        
        Based on prices and sales forecasts, constantly align with Merch what buying levels we should have. Also, secure that stock levels in store are healthy and according to Store Ops BPs. Monitors in collaboration with DC capacity levels to ensure proper efficiency.
        
        Monitor ORIS development and its impact into operations, stock composition and reduction costs (merch & store ops)
        
        Follow up price development in collab with Merch. Secure that margins are healthy, and that competitive positioning is the right one (local and cross-border). Include currency development into the analysis and also forecasts.
      - Long Term
        
        DIscuss desired stock levels & pricing using micro and macro economic and competitive data, as well as portfolio development (no of stores). What is the right level to maximize shopping experience and minimize costs & risks?
    - - Short Term
        
        Monitor and manage best RFID management through ACs and PM
        
        Support in best space optimization cases
        
        Promote and analyze customer's data to take informed decisions
      - Long Term
        
        Follow up on R3 implementation and its implications on top & bottom line, as well as on customer feedback
    - - Short Term
        
        Secure implementation of NDD/Express Delivery & relevant payment options
        
        Collaborate with Comm's team to secure top of mind & increase CR on online adds
        
        Follow up on market share and bottom line development and give promote collaboration with online team to improve perf
      - Long Term
        
        Secure expansion of the brands into CH
        
        Achieve 2025 plan on SOB for H&M (40%)
    - - Support on analytics & business conclusions
      - Support on business impact and business case building
    - - Short Term
        
        Secure smooth and successful rollout for all tech solutions and services through monitoring progress and following up on results & initiating actions to improve them
        
        Partner up with key stakeholders to drive implementation and right usage in stores (Simone, Store Ops, ATs, IT)
        
        Raise awareness of investments taken to underline importance for the company
        
        Role model for data collection through club & clib 2.0 launch
      - Long Term
        
        Push for technological advancements to be tested and launched in CH (buy in store, get delivered, same day delivery)
    - - Short Term
        
        Improve Planning & Scheduling on hourly level through implementation and right use of new systems (Synapps/SP)
        
        Close collab with AT/store Ops to roll-out and maintain golden store ops level
        
        Secure convenient and speed in check outs through available staff
        
        Continue aligning contract structure with new developed function plans on a regional level in collab with AT/HR
      - Long Term
        
        Push for tech tests for convenience and fast experience (self-check out, RFID alarm tags, mobile payments)
        
        Collegues in stores to become fashion advisors and experience specialists
    - - Profitability follow-up and forecasting on multibrand portfolio to secure right location, number of stores and rent levels discussed during breaks (partner up with Leasing)
      - Thorough analysis on New brands market entries and how will the effect on our top & bottom line be. Take informed decisions by doing the right forecasts and benchmarks. Propose innovative solutions to succeed in CH market
      - Challenge targets when needed on closures, relo, new and renegs using market data, sales and profit forecasting and connecting with our 2025 plan
      - Follow up on overall budgets to secure P&L
    - - Efficiency, CPH, illness, function budgets through monthly /bi-monthly fups, reduction costs
      - Proactively evaluate potential gains for the next 3 years by proper benchmarking, forecasting where the market goes, and by challenging ways of working to gain efficiency where we don't hurt the customer
      - MC profit growth & maintain a profitable store portfolio %Sales
    - - Direct Reports
        
        Give all the possible tools to achieve their development plans in time to empower them
        
        Clear roles & responsibilities and areas of influence to support in prioritizing and following up on performance
        
        Secure a diverse and inclusive and strong pipeline of next me's
      - AC/CeC
        
        Secure and FUp on Development plans of all ACs and their potential "next me's"
        
        Identified "Next Me's" in all ACs
        
        Talents: 1 potential CeC (high potential for CC) / 2 jrs with high potential to grow in controlling
  - - - Values
        
        Believe in People
        
        Constant Improvement
        
        Straightforward & Open Minded
        
        We Are One Team
        
        Cost Conscious
        
        Entrepreneurial Spirit
        
        Keep it Simple
      - Leadership Exp
        
        You act with trust and integrity
        
        You lead by example
        
        You lead with vision
        
        You drive goals forward
        
        You build your team
        
        You communicate in an inspiring way
        
        You develop others
        
        You develop yourself
    - - Keep on learning, stay humble, stay curious
      - Ask for feedback and also give feedback
      - Be out there with your team and also with others
      - Be a true H&M role model
      - Lead through vision and example, always inspire instead of asking, stay energetic and empathetic
- - - - Country Controller
    - - Country Manager
    - - Country Controller/Regional Controller (big market)
- - - - Planning & Scheduling
      - Profitability Mindset
      - Team development
      - Next Me
      - Reporting & Follow Ups
      - Cross-functional cooperation
      - Simplify to engage and encourage speed minset
    - - -13 Sales -3SPT +23NPS +8% planning accuracy / -7% EHs & -15% in SOC
      - Flatter visitor takt -11% sdev
      - Sat CR 0% vs -1% / sales -10% vs -13%
      - -8% short term illness accum vs -6.8% hs vs LY / -17% short term illness last 4 months
      - Developed Controlling Toolkit for reporting key results
      - Supported Global Controlling in building Financial & Contract structure benchmarking tools
      - Smooth crosfunctional Cooperation with Merch (AC cooperation workshop), HR (monthly meetings, supported in building tools), Visual (supported in creating commercial plans), Store Ops (supported in result analysis, and BP implementation) & Leasing (coaching and developing Julian with bi-weekly touchbases)
      - Prepared simpler presentations and vocabulary for presenting adn talking to people
      - Involved in dialogues & development plan creation with all ACs, supported them profesionally and personally / Created and launched SM/DM training in core controlling and business mattters
      - Been the right hand of Niklas, supporting him in most CC matters
      - Identified and coached my next me. Ready Q2 2019
    - - 1)
        
        Challenge?
        
        Sales well below budget, stock piling up in store. How do we secure customer service with a revised hours budget without any system?
        
        Solution?
        
        PAVF. Engagement and commitment from team. Explain the why to most DMs/SMs through trainings. Target setting on efficiency. Improved planning accuracy through better forecasting. Testing & scaling up/down accordingly. Ownership & feedback
      - 2)
        
        Challenge?
        
        Merch/AC having issues in communication & alignment, creating problems for our business. Not all agreed on ways of working, and that created a lot of frustration
        
        Solution?
        
        First talked to HoM and asked for feedback to ACs to understand the root cause. Proposed to invite for 2 hours Merch in our AC meeting to do a workshop on the identified and agreed issues we had. All gave very positive feedback, and agreed on WoW going forward. There will always be potential to improve, but this first step eliminated all frictions between people and opened the dialogue.
      - 3)
        
        Challenge?
        
        A colloeague not delivering on results, compromising the timing of a project
        
        Solution?
        
        Identified what was blocking him and also what are his opportunities to improve, and paired him with someone who has those skills to empower him. Scheduled continuous touchbases to follow up on the projects, together with his mentor and gave feedback both constructive and positive. At the moment he feels much better and able to perform accordingly.